LCLS Collaboration Meeting LCLS Project Management Control M
LCLS Collaboration Meeting LCLS Project Management & Control M. Reichanadter / SLAC May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Outline LCLS Baseline Plan LCLS Management Strategy LCLS Organization & WBS Execution & Control Summary May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Baseline (strawman) will be presented to an External Independent Review Committee in June. ~29% on work remaining LCLS is ~4% complete Approval of CD -2 b (Perf. Baseline) is planned for Aug-04. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Summary Schedule • LCLS Critical Path • T 3 -Civil Constr • BO LTU & Dump • I&C LTU & Dump • 1 st Beam in Undulator • P 3 shows ~150 days (~7 mos) of unconstrained float (13% sch cont. ) May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Philosophy At baseline, project goals and specifications are stable. Defined scope & work plan, cost & resource estimates, risks identified and captured in a sole data source (P 3) GRD, PRDs, ESDs, ICDs define the LCLS technical requirements. With a approved baseline, DOE funding is stable (CRs? ). SLAC-ANL-LLNL understand roles / responsibilities. Resources are matched to the needs of the project and controlled by a centrally-managed database in the PO. Project team owns the plan. Assumption: Remaining risks are primarily technical. Except for schedule “ le mieux est l’ennemi du bien” ~Voltaire “the better is the enemy of the good (enough) Timely decisions will make the LCLS a success. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Philosophy The LCLS team “owns the plan”. Plan the work … work the plan (P 3). Measures progress against the plan (J Chan talk). Requests for increased budget or manpower go through P 3. The P 3 database is the sole source of the approved work plan and associated cost and schedule information. All project management information will be accessible via the LCLS Website (HD Nuhn talk). Changes are approved through change control. The PMCS system can transparently track changes to the baseline. The Project Office encourages actively managing / changing the P 3 file to better reflect current knowledge. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Philosophy • LCLS is a “Big Science” Project –Fixed-vs-flexible baseline, more management levels, delegation –Consumes public resources and requires transparent organizational structure and change management. • LCLS is not a green site. –Identify core group of scientists, engineers, and managers. • LCLS Division @ SLAC, LCLS Group @ ANL / LLNL –Matrix supporting infrastructure from 3 collaborating labs. –Take an industrial approach (bias toward “buy versus make”) • Candidates: Controls, Magnets, Vacuum, Lasers, Optics • Core strength of LCLS team is Physics and System Integration • Co-manage needed R&D along with baseline – 2 -D Pixel Detector, EOU Diagnostics, • Understand Risks up-front –Controls, Conventional Facilities, XTOD, Undulators May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Management Plan (Draft) May 24, 2004 LCLS Project Management • Orgs (SLAC, Coll, DOE, LCLS) • Project Execution • Roles & Responsibilities • Communication / Coordination • Configuration Management Mark Reichanadter reich@slac. stanford. edu
LCLS WBS Organization • LCLS is organized into fully integrated (design through commissioning) decoupled systems. • Decoupling allows each system to go as fast as technically possible. • Allows phased commissioning Management & Integration Product-based Components I&A – Components into subsystems Physics Commissioning • Controls is embedded in technical systems. • Improves controls / hardware interface. • Configuration management is easier. • Needs good coordination between Controls Manager and System Manager. • Dual signature authority May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Organization @ L 2 Structure organization parallel to budget and WBS Pay attention to interfaces May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Coordination • ANL – LLNL Tech Add define scope of work, budgets and resources on an annual basis. –Supports; • IWOs, MPOs –Project Office will prepare draft TA in July. –Signature process to start 01 Aug. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Coordination • ILCC meets monthly to address issues affecting resource allocation and coordination to the LCLS project at the partner laboratories. • Federal Project Director will be invited to attend ILCC meetings. • FAC meets semiannually and provides advice on the construction and technical capabilities of the LCLS. • SAC meets semiannually and provides advice on the scientific program of the LCLS. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Peoplepower / System / Lab FY 04 is Apr-Sep FTE’s only May 24, 2004 LCLS Project Management FY 05 is key ramp-up year Mark Reichanadter reich@slac. stanford. edu
LCLS Peoplepower / Resource FY 04 is Apr-Sep FTE’s only May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Project Controls Technical Controls GRD, PRD’s, ESD’s, ICD’s Signature Authority on Procurements Regular Design Reviews (reduce risk) Schedule Controls (emphasize meeting schedules, costs will track closely … Voltaire) Schedule Variances Milestone Reporting Monitor Critical Path and Float Fiscal Controls Signature Authority on Procurements Actual cost tracking versus budgets Contingency usage Risk Management May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Execution - 1 How do we control the LCLS project? What are we doing? Single source of baseline data: LCLS WBS (P 3) Work the plan, plan the work Need to change the plan? → BCR → work new plan How are we doing? Earned-Value Performance Management Monthly Status on % Complete Cost / Schedule Variances (PARS) L 1, L 2, L 3 Milestone Reporting Who is doing what? Communication & Coordination Weekly L 1 -L 2 Management Meeting Monthly LCLS Management Meeting Monthly/Quarterly LCLS/DOE Meetings ANL-LLNL-SLAC MOU Inter-Laboratory Coordinating Council (ILCC) LCLS Website May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Project Execution - 2 How do we control the LCLS project? Are we doing the right thing? Technical Feedback Functional Requirements (Single source) Peer Review (TDR’s), FAC, SAC DOE, EIR Need Help? $$ - Money solves a lot, though not all problems (Contingency) Resources @ ANL/LLNL/SLAC - ILCC SLAC Host Lab - DOE May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS BCR Thresholds May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS Change Control Board Technical/Change Control Board Members are leaders of subsystems, PM, procurement, project controls, QA Review of all requests for: Cost changes >$50 K L 2 milestone changes > 1 month Technical interfaces or performance changes CCB makes a recommendation to Project Management. CCB will meet monthly to address CC actions and evaluate overall performance, variances, and overall project status. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
LCLS L 1 / L 2 / L 3 Milestones LCLS uses a hierarchy of milestones for reporting. L 1 - Reported to DOE-HQ (SC-1 Orbach) L 2 - Reported to DOE-SSO (LCLS FPD Lee) L 3 - Reported to LCLS PO (LCLS PD Galayda) L 1, L 2, & L 3’s are reviewed and monitored regularly by the LCLS PO. Currently we have; 7 L 1 milestones 30 L 2 milestones ~128 L 3 milestones under configuration control. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Contingency Terminology Contingency Assessment (Estimate) Provided by System Managers as to how much they think they might need. Contingency Allocation Provided through Change Control action through the LCLS Project Office. Available Contingency Total Est Cost – Total Base Cost = Avail Contingency May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Contingency is assessed using a “risk-based” analysis. Design Maturity & Judgment Factor System Managers and Cost Account Managers performed the contingency assessment at the lowest WBS. Will repeat this exercise in ~one year. Contingency managed centrally at the LCLS Project Office. Contingency allocation has thresholds for allocation. Track monthly contingency allocation. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Contingency Utilization on SC Projects • LCLS does not have much ability to adjust the scope of work. • Goal is to hold 30% contingenc y wrt Work Remaining over the life of the TEC. May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Contingency Assessment @ L 2 Compares well with Actual LCLS Contingency of 28. 8% May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
Summary We are prepared to manage the LCLS project. Areas to work on in next 6 months; Hire key personnel Identify even more FY 05 hires Prepare FY 05 long-lead procurements institutionalize CCB, RMP, EVMS, ILCC May 24, 2004 LCLS Project Management Mark Reichanadter reich@slac. stanford. edu
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